Individual Treatment in Group Process Practice...

Individual Treatment in Group Process Practice Psychoeducational Cognitive Behavioral Group Therapy for Divorced Women Experiencing Anxiety and Depression Amy Danowski CNSL/561 August 20, 2012 Donna Clark Assessment: Clinical interview Diagnosis: Axis I 300.02 Generalized Anxiety Disorder 296.23 Major Depressive Disorder, Single Episode, Severe without Psychotic Features Axis II V71.09 No diagnosis Axis III None Axis IV Problems with primary support group, problems related to the social environment, occupational problems, problems related to interaction with the legal system Axis V GAF 50 (current); GAF 91 (highest past year) Presented Problem: Patient is experiencing depressed mood for†¦show more content†¦Divorce shatters a women s self esteem. The support of family and friends is very important; however it is very healing to share experiences and gain insight from those who have been through this unique type of grief. Patients need assistance to get to the place of acceptance and find closure in order to move on. What is Psychoeducation The concept of psychoeducation was first noted in the medical literature, in an article by John E. Donley Psychotherapy and re-education in The Journal of Abnormal Psychology, published in 1911. It wasn t until 30 years later that the first use of the word psychoeducation appeared in the medical literature in title of the book The psychoeducational clinic by Brian E. Tomlinson. This book was published in 1941 (Lambert, Bergin Garfield, 2004). The popularization and development of the term psychoeducation into its current form is widely attributed to the American researcher C.M . Anderson in 1980 in the context of the treatment of schizophrenia. Her research concentrated on educating relatives concerning the symptoms and the process of the schizophrenia. Also, her research focused on the stabilization of social authority and on the improvement in handling of the family members among themselves. Finally, C.M. Anderson s research included more effective stress management techniques. Psychoeducation in behavior therapy has its origin in the patient s relearning of emotional and social skills. In the last few

Case Study Assignment Patient Profile And Background...

Case Study Assignment for Unit 1 Diane Vinciguerra Jacksonville University March 6, 2015 Case Study Assignment for Unit 1 Patient Profile and Background Information Mrs. J. arrives at the emergency department with her 6 year old son, PJ, who has a history of Cystic Fibrosis (CF). He is febrile (101.7 ° F orally), BP 98/66, HR 122, RR 32 with the use of accessory muscles. Mother states PJ has, for the last five days, exhibited signs and symptoms of upper respiratory infection, runny nose, low grade fever, cough, and fatigue. He has lost 2 pounds over the past 5 days due to anorexia though he has not had vomiting. He weighs 36 pounds and height is 3’2†. Today, PJ became more lethargic and his fever was difficult to control with pyretics. PJ was diagnosed at 8 months of age with CF when he failed to gain weight though his appetite was good. He had frequent (5-6) pale, foul-smelling stools daily for several months leading to Mrs. J seeking an evaluation. He also seemed â€Å"frequently sick† with URI, bronchitis, and coughs. On average, PJ is hospitalized twice a year for lung or GI re lated symptoms. Question 1: Explain the pathophysiologic defect of Cystic Fibrosis. As a result of Cystic Fibrosis, the body produces unusually sticky and thick mucus that has the following effects. It makes the lungs clog with significant exposure to lung infection which threatens life. It also causes obstruction of the pancreas and prevents natural enzymes in their role ofShow MoreRelatedHcs 335 Administrative Paper1338 Words   |  6 PagesHead: PATIENT PRIVACY Patient Privacy By: University of phoenix Patient privacy has been a major concern for patients and medical staff for many years. Patient privacy goes hand in hand with HIPPA and the privacy rule. This protects the privacy of any person of all health information (U.S. Department of Health and Human Services, 2010). 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Startegic Analysis (Sherwin Williams) Free Essays

The Sherwin-Williams Company SHW (NYSE) Strategic Analysis ————————————————- SWOT ANALYSIS StrengthsWeaknesses Strong financial performanceHigh debt to equity ratio Wide product portfolioIncrease in current liabilities Strong market presence OpportunitiesThreats Global demand for coatings market Consolidation in chemical industry Opening new storesForeign exchange risks Strategic acquisitionEnvironmental regulations The Sherwin-Williams Company is viewed as one of the leading paint manufacturing and retailing companies in the US. Some of their key strengths are a strong market presence, wide product portfolio, and strong financial performance. Some major areas of concern are a high debt to equity ratio and increasing current liabilities. We will write a custom essay sample on Startegic Analysis (Sherwin Williams) or any similar topic only for you Order Now Going forward, the risks associated with foreign exchange risk, environmental regulations, and consolidation in chemical industry may impede its business growth. However, ample growth opportunities for the company are obtainable through strategic acquisition, opening new stores and increasing global market for coatings. Strengths: Strong financial performance FY2010 reflected an impressive financial performance for the company. They registered total revenue of US$7,776. 42 million in the FY2010, up 9. 62% on an annual basis from US$7,094. 25 million in the FY2009. The increase in revenue was principally due to the acquisition of two industrial wood finishes businesses(Sayerlack and Becker Acroma). These two acquisitions increased revenues for FY2010 by more than US$440 million. Also, their operating profit increased by 8. 82% from US$622. 82 million in the FY2009, to US$677. 78 million in the FY2010. Simultaneously, the company net income increase by 6. 11% to US$462. 49 million in the FY2010 from US$435. 5 million in the FY2009. Based on such strong financial performance, the company can aggressively pursue its growth and expansion plans. Wide product portfolio Having a broad business portfolio helps the company to serve the diverse needs of its customer base. Sherwin-Williams develops, produces, distributes and retails paints, coatings and related products. They also produce paints, stains, painting tools and equipments for a wide variety of customers such as residential and commercial builders, architectural and industrial painting contractors, property owners and managers. Their portfolio includes products for their Paint Stores group segment, Consumer Group segment, and the Global Finishes Group segment. In addition to its merchandise offerings, it also provides painting related services such as color sampling, wood finishing systems and services, inventory management and equipment repairs. This broad product portfolio has allowed them to obtain a higher market share and increase their revenues. Strong market presence A strong market position allows them to attract a huge customer base, ensuring strong top-line performance. Sherwin-Williams is one of leading manufacturers in the coating industry in the US. In Europe, their subsidiaries, Sayerlack and Becker Acroma are recognized as the leading coating companies. Another subsidiary, Pinturas Condor is the largest paint and coatings company in Ecuador. The company offers a wide portfolio of market leading brands such as Sherwin-Williams, ProMar, SuperPaint, A-100, Duron, PrepRite, Duration, Master Hide, ProClassic, Classic 99, MAB, Columbia and ExpressTech. Such a strong market presence of the company helps it to generate increased demand for its offerings, driving the revenue. Weaknesses: High debt to equity ratio This ratio may place the company in a risky position in paying off its high interests. Their debt to equity ratio was 70. 12 in the FY2010, which was much higher than Chemicals – Commodity industry’s average debt to equity ratio of 29. 91. The increased debt to equity ratio was due to 27. 79% annual increase in debt, from US$817. 61 million at the end of the FY2009 to US$1,044. 79 million at the end of the FY2010. This higher debt to equity ratio compared to the industry may indicate that the company’s poor ability to meet its obligations, which in turn may affect its business operations. Increase in current liabilities Substantial increase in current liabilities weakened the company’s liquidity position. Its current liabilities were US$2,063. 94 million at the end of FY2010, a 48. 09% increase compared to the previous year. However, its current assets recorded a marginal increase of 25. 07% – from US$1,770. 02 million at the end of FY2009 to US$2,213. 72 million at the end of FY2010. Following this, the company’s current ratio declined from 1. 27 at the end of the FY2009 to 1. 07 at the end of FY2010. A lower current ratio indicates that the company is in a weak financial position, and it may find it difficult to meet its day-to-day obligations. Opportunities: Global demand for coatings market The growing market for global coatings will certainly benefit the company. Market analysts expect the global coatings market to reach US$98. 69 billion by 2015. This expected increase is primarily due to economic activity, rapid industrialization, and increasing demand from automotive and construction sectors in developing countries. The Asian market is also forecast to increase at a compounded annual growth rate of 4. 2% through 2015. Being a manufacturer of paints and coatings, the company can tap this growing market. Opening new stores The company’s expansion plans of new stores will attract huge customer base. During the FY2010, the company’s Paint Group segment opened 49 new stores, of which 40 in the US, six in Canada, two in Trinidad and one in Jamaica. Also, during the FY2001, the company increased its total stores to 3,390 compared to 3,354 in the FY2009. For FY2011, the company is planning to open 50 to 60 new stores. This expansion plan will provide competitive edge over its peers in the industry. Strategic acquisition Their focus on expanding its global presence will provide further growth opportunities. As an example, the company acquired Becker Industrial Products AB in September 2010, one of the largest manufacturers of industrial wood coatings globally. Becker Acroma operates nine manufacturing facilities, 19 mixing sites and 13 technical centers around the world. This acquisition will allow them to expand its quality products and customer service while also strengthening its growing global platform to better serve customers around the world with outstanding technology, assets, and people. Strategic acquisitions such as this will enhance the company’s global expansion, ensuring top-line performance. Threats: Consolidation in chemical industry Merger and acquisition activities in the chemical industry could present a potential threat. The global chemical MA deals are expected to be more active in 2011. In the first three quarters of 2010, total global chemical MA transactions amounted to US$32 billion, which was higher than full year 2009 value of US$25. 4 billion. Sherwin-Williams may face competition from its peers, which are financially and operationally stronger, apart from becoming a target of such MA deals. Foreign exchange risks Because they operate in many parts of the world, they are exposed to the fluctuations in foreign exchange rates. Their business operations are conducted in many currencies worldwide. Significant part of its revenue is denominated in other currencies such as the Russian Ruble, Euro, Brazil Real, Chile peso, and Japan Yen, among others. Although the company has forward currency contracts, there can be no assurance that such hedging activities or measures will significantly limit the impact of movements in exchange rates on the company’s results of operations. As a result, a loss of US$3. 82 million and US$2. 84 million was reports in FY2010 and FY2009 respectively, due to fluctuations in foreign currency exchange rates. If the same scenario occurs, the company’s business and results of operations may be adversely affected. Environmental regulations These regulations may be affected by the environmental regulations governing the global chemical industry. REACH (Registration Evaluation and Authorization of Chemicals) is an example of the stringent environmental regulations that are set to affect chemical producers. REACH regulates the products manufactured and marketed in Europe by mandating that all companies develop and submit dossiers containing datasets about their chemical products and detail their potential impact and risk on environment. This could be a challenge while launching a new product as it is a time-consuming and expensive process. It could also result in phasing out many existing chemicals from the market, which may be regarded as toxic and hazardous. REACH directly applies to over 30,000 different chemical substances that are produced or sold in Europe and its implementation is expected to cost European chemical industry about US$3 billion. Regulations for other countries are expected to follow the same model. Similar regulations have already been implemented in the US with the reform of Toxic Substances Control Act. Such stringent environmental regulations could affect both existing and new products for the company. KEY PERSONNEL Christopher M. Connor, Chairman, Chief Executive Officer Since 2000, ? Age 54 Mr. Connor has been the Chairman of the company, since 2000 and has also been the Chief Executive Officer since 1999. From 2005 to 2006, he served as the President of the company and was the vice chairman from 1999 to 2000. He served as the President, Paint Stores Group of Sherwin-Williams from 1997 to 1999. He is also a Director of Eaton Corporation and National City Corporation. John G. Morikis, Chief Operating Officer, President Since 2006, ? Age 47 Mr. Morikis has been the President and the Chief Operating Officer of the company, since 2006. Prior to this, he served as the President, Paint Stores Group from 1999 to 2006. He joined the company in December 1984. Sean P. Hennessy, Chief Financial Officer – Finance, Senior Vice President Since 2002, ? Age 53 Mr. Hennessy has been the Chief Financial Officer the company, since 2002. He has also been the Senior Vice President – Finance of the company, since August 2001. Mr. Hennessy joined the company in September 1984. CORPORATE CULTURE AND SOCIETAL EXPECTATIONS/RESPONSIBILITIES Corporate Culture Sherwin Williams has a positive corporate culture and through education assistance is willing to give its employees the skills to become what they would like to be. Additionally they have excellent training that is provided in a scheduled manner to make sure that everyone has the up to date information. They also have cutting edge technology that facilitates the sales process. Sherwin-Williams has been recognized among Fortune Magazine’s 100 Best Companies to Work For in 2005, 2006, and 2008. Seven core values drive their culture and guide Sherwin-Williams as a team and as a company. These values are Integrity, People, Service, Quality, Performance, Innovation and Growth. The company ensures that these values are reflected in their people, their products, and their business practices and relationships. They also provide opportunities for advancement. More than 90% of placements into managerial and professional positions in the Paint Stores Group come from within the company. Over 700 college recruits are hired every year into their Management/Sales Training Program and receive training in different divisions and functions. Sherwin-Williams is also well respected for their benefits package. Is considered one of the best in the business. Besides the common short-term benefits like health and dental insurance, they also offer benefits that grow over a lifetime. They offer: * Health ; Dental Insurance * Group Life ; Accidental Death ; Dismemberment Insurance * Supplemental Life Insurance * Voluntary Personal Accident Insurance Disability Insurance (Short ; Long-term) * Matching 401(k) and Pension Programs * Vacation and Holidays * Employee Discount Program * Tuition Aid * Adoption Assistance Societal Expectations Sherwin-Williams believes that it is their calling to manufacture and market innovative products while still operating a safe, clean and friendly workplace and observing the highest ethical standards in business. In 2009, they presented their first, Corporate Social Responsibility Report — a report that demonstrated the actions behind their beliefs. To them, Corporate Social Responsibility means to act in a way that reduces their impact on the world around us. They believe they have the most comprehensive line of environmentally responsible products. They also have a number of other brands sold around the world that seek to reduce their impact on the environment. Sherwin-Williams believes it’s important to participate in healthy discussions — and create action plans — with input from those around them. That is why they are actively engaged with government agencies and industry organizations that value sustainable practices as much as they do. Some of these agencies are: * U. S. Environmental Protection Agency (EPA) Climate Leaders Program * National Paint ; Coatings Association Coatings Care Program * CLEARCorps National Lead Extraction Program * EPA Smart Ways Fuel Efficient Transportation Program * U. S. Green Building Council * National Association of Home Builders — Green Building Council In July 2008, Sherwin-Williams launched EcoVision, an internal company-wide initiative that challenges every employee to look for and implement ways to reduce the company’s impact on the environment. The programs mission is to assist Sherwin-Williams to be recognized as a leader in the development of sustainable processes, product and activities that are profitable, preserve natural resources, and contribute to social improvement. Their contribution to social improvement has been demonstrated through The Sherwin-Williams Foundation. In 2007, the Foundation launched the Sherwin-Williams Grant, a $50,000 cash award given annually to a charity committed to either children’s health or educational programs that lead to economic independence. How to cite Startegic Analysis (Sherwin Williams), Papers

Issey Ogata as funny as Japan gets Essay Example For Students

Issey Ogata: as funny as Japan gets Essay The theatre writers in Tokyos English newspapers started to call Issey Ogata a Japanese Woody Allen nine months ago, when he began the build-up to his American debut in New York. Ever since his first special show for an English-speaking audience last winter in Kyoto brought down the house, the comparison-makers have been busy trying to find familiar angles that will help Ogatas New York audiences appreciate the verve and artistry of this beloved Everyman with a Thousand Faces who may be Japans most versatile and gifted comedian. Hes not Woody Allen, though some of his 200 characterslike the salary-man who cant remember his name and tries to rediscover his identity by looking through car license numbers in the parking lot and business cards in his pocketdo fit the early Allen mold of stressed-out urbanites disoriented by technology, computers, even simple arithmetic. Another easy comparison is with Garrison Keillor, for Ogata has created enough eccentric but thoroughly believable souls to populate an entire small comic universe. Other comparisons will surely abound, as Ogata gets ready to brave the Big Apple in three performances of his one-man show A Catalogue of City Life at the Japan Society Sept. 30-Oct. 2, and perhaps (with the aid of a headset translation system, using English texts by Jonah Salz of the NOHO Theater Group, and narrated by Mark Laurence Cole) become the first Japanese solo performer to make it overseas. The essence of Ogatas comedy is hard to capture because it belongs to the spirit of a vanishing tradition in which the art of the comedian was to create a variety of characters who were unusual enough to be laughable, yet plain and human enough to draw sympathy and understandingand thereby give comedy its classic medicinal value, its glimpses of the deep, sad truth under all the jokes. The rarest kind of actor Theres no way to define Ogata. Take a liter each of Chaplin, Sellers, Ernie Kovacs, Robin Williams and whoever else cracks you up the most, mix at dizzying speed in a very flexible container, and let it serve itself. Hes an anomaly in Japan, too. Unlike American actors, who can move freely from one show and cast to the next, actors in group-centered Japan can spend decades, even an entire career, in the same gekidan, and accept (or endure) the guidance (or tyranny) of a powerful artistic director. An unattached actor, like a ronina masterless samuraiis rare. An actor who doesnt try or even wish to fit in, but confidently makes up his own voice as he goes along, is rarer still. And an actor who writes and paints as well as he plays, and passes up countless chances in film and TV to work on stage, is the rarest of all. Ogata was born in 1952 in the southern city of Fukuoka, went to Tokyo at 19 and soon met director Yuzo Morita, whos been his main creative partner ever since. This Beckettian pairthe tiger of a former actor, incapacitated in one leg and unable to move as he once did, and the chameleon who needs a longer eye to find the next branch or butterflyworked on several stage plays, then created their first program of one-character sketches in 1981. A new field of opportunity opened up after Ogata won the gold medal on a TV comedy competition, A Comedian Is Born. Hes been prolific ever since, acting mostly on stage and publishing collections of scripts and short stories. His usual program consists of half a dozen sketches, each five to thirty minutes long. The best characters in his growing repertoirethe cabaret manager trying to train an inept staff, the fake scout for a modeling agency, the nervous father who tries so hard to make his family enjoy their vacation that he drives them all up the shoji, the cheating husband who wants to break with his mistress, but hasnt the fiber to do itare all so cleanly chiseled, so utterly convincing that hes built a loyal audience, especially among younger Japanese who are bored with the usual electric toyshop of todays Japanese entertainment. .uf38c18b040f67d1bffdcd7f2b5788a28 , .uf38c18b040f67d1bffdcd7f2b5788a28 .postImageUrl , .uf38c18b040f67d1bffdcd7f2b5788a28 .centered-text-area { min-height: 80px; position: relative; } .uf38c18b040f67d1bffdcd7f2b5788a28 , .uf38c18b040f67d1bffdcd7f2b5788a28:hover , .uf38c18b040f67d1bffdcd7f2b5788a28:visited , .uf38c18b040f67d1bffdcd7f2b5788a28:active { border:0!important; } .uf38c18b040f67d1bffdcd7f2b5788a28 .clearfix:after { content: ""; display: table; clear: both; } .uf38c18b040f67d1bffdcd7f2b5788a28 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uf38c18b040f67d1bffdcd7f2b5788a28:active , .uf38c18b040f67d1bffdcd7f2b5788a28:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uf38c18b040f67d1bffdcd7f2b5788a28 .centered-text-area { width: 100%; position: relative ; } .uf38c18b040f67d1bffdcd7f2b5788a28 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uf38c18b040f67d1bffdcd7f2b5788a28 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uf38c18b040f67d1bffdcd7f2b5788a28 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uf38c18b040f67d1bffdcd7f2b5788a28:hover .ctaButton { background-color: #34495E!important; } .uf38c18b040f67d1bffdcd7f2b5788a28 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uf38c18b040f67d1bffdcd7f2b5788a28 .uf38c18b040f67d1bffdcd7f2b5788a28-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uf38c18b040f67d1bffdcd7f2b5788a28:after { content: ""; display: block; clear: both; } READ: From the Bowery to Broadway: Lew Fields and the Roots of American Popular Culture EssayEarnest souls with heart and humor to spare Much of the fun is in the sheer simplicity of Ogatas act. He plays each piece with minimal props and furniture under plain, abstract lighting. At stage right are a coat rack, table and mirror where the actor changes, drawing a new character with a stroke of his comb and a change of his coat. Ogatas signature characters are the ones who never quite see how much of the quirky truth about themselves theyre giving away, whose honest efforts to solve bizarre problems with little or no help from anyone else reveal more loneliness and confusion than they imagine. These are earnest souls who find the heart and humor to keep going in a world that isnt really hostile, but does seem to get increasingly complicated and strange. Issey Ogatas characters may be typically Japanese, yet audiences in New York, and next spring in France and Germany, are about to discover that ordinary Japanese can be universally recognizable and lovableand far goofier than anyone imagined.